Sua equipe se sente desvalorizada em retrospectivas ágeis. Como você pode garantir que suas vozes sejam ouvidas e respeitadas?

To have recently moved into the role of a BA and a scrum master, I take special care to ensure that team is well versed with the requirements before hand so that they don’t feel lost in the middle of the sprint. During sprint I encourage to report back any issue they face to me or the leads, personally at times, to ensure everyone (including the junior folks) is able to speak up and communicate freely. I also try to motivate teammates to ask more questions and conduct calls to present what they have done. Slowly but surely this helps team to feel more confident and driven towards serving the bigger goal. Lastly, I make all effort to shoutout for all the good work that the team delivers, and jot down the action items suggested by others.

In-order-to avoid people feels undervalued in agile retrospective, there are some actions that can be taken like: - Create a Safe Environment: Make sure that you are creating a safe environment where everyone can speak up and share their thoughts/ feedback's whenever needed. - Ensure Equal Participation: Allocate time for each participant to speak and share their lessons learned. - Action Items and Follow-Up: Include an "action item" column on your retrospective board and convert these items into Jira tickets for follow-up in the next retrospective.

The team feels undervalued when the deliverables are just measured as Output of the team. Once we realize the outcome and the impact the work created to the Organization, it adds purpose to the work delivered. One classic example is BI reports delivered which are operational data showing past sales and transactions data, does not excite the BI development team. When the Business users start deriving value and pass the feedback to BI development team on how it helped them to solve a particular problem or making an effective decision, it creates a great positive impact on the team. Show and tell sessions are a great way to seek feedback from users and impact it created to the organization.

To ensure your team feels valued in Agile retrospectives, actively encourage open and honest feedback by creating a safe environment where all voices are heard. Use structured techniques, such as anonymous surveys or round-robin sharing, to gather input from everyone. Acknowledge and address concerns, and make sure to implement actionable improvements based on the feedback received.

To make sure people understand what was explained, make a practice a random team-member will summarize the requirement that was explained, people would like to show how good listener they are 😀

This is a people problem, not a process problem. Trust is the foundation of any effective team, and the only way people feel comfortable speaking up is if trust is present. Therefore, it is crucial to focus on building trust within the team by fostering a "no blame" culture, leading with empathy, modeling trustworthiness, and maintaining transparency. Most importantly, prioritize team-building activities that extend beyond the workplace to strengthen these bonds.

Its good to do agile retrospective however I would not throw it immediately on the team As humans, team members may naturally feel stressed about speaking up in front of others. To address this, I'll continue rotating the leadership of ceremonies among different members. However, in the background, I’ll hold a few meetings with each member before the ceremony to help them refine and clarify their ideas—similar to providing the right tools and guidance needed to jump safely over a cliff. If you effectively manage to empower members to lead and support them in optimizing their ideas, confidence will grow, and the value will become evident.

To ensure that everyone's voice is heard and respected during sprint retrospectives, make sure to give each team member an opportunity to speak and actively seek their opinions. Show respect for all ideas and comments, and maintain a record of the ideas and feedback shared throughout the session.

Team members tend to lose the value of Retrospectives when they feel that their own value has diminished. If this happens then then Retrospectives will never deliver anything worthful. To avoid this the Leader should be very proactive in creating an environment where Courage and Openness go hand in hand. Few things that should always be ensured: # Their shouldn't be a few individuals overshadowing others. # Team members worry about being judged for mistakes or face any repercussion Use your own inclusive techniques: # Allow different team members to lead retrospectives to prevent biases. # Ensure everyone gets equal time to speak # Use anonymous techniques like suggestion boxes or online forms or polls. Always remember to build TRUST.

Retrospective is specific to identify the pros and cons of either process or people. Of course there can be cons on people. In order to make the team do not feel undervalued, we can follow the below, 1) we need to maintain proper data and dashboards of where it goes wrong and explain the team what should have been done the best. This can be done by one on one or as a team to empower them. 2) Explain the next step, what we can take further as a team for betterment in a way that the team positively accepts and collaborates with. 3) Create trust within team so that they feel that we are there to support them on any concerns.

To ensure your team feels valued in Agile retrospectives, start by fostering an environment where every voice is heard and respected. Use structured activities like round-robin to guarantee equal participation. Encourage constructive, solution-oriented feedback, and make it clear that all input is welcome. Highlight action items after each retrospective and track their progress visibly. Address leadership-level concerns immediately to demonstrate commitment. When the team sees their feedback leading to real change, their sense of value and engagement will naturally increase. Remember, consistent follow-up on unresolved issues is key to maintaining trust and motivation.

Team feeling undervalued is a result of not having action oriented retrospective. Agile practitioners need to ensure that each retrospective ends with at 1-5 actions items which they can track and act upon. Anything that needs leadership's attention needs to be highlighted right after the retrospective is over - either through a mail or a quick leadership sync. The moment team notices that the action items are getting addressed, they feel valued. If something takes time to be resolved, that's fine. But actions items need to be owned and addressed in due time. Next time you meet in retros, check the items which have been resolved and carry forward the ones that are still open.

Já vi muitos feedbacks que eram só críticas, vi outros que diziam que está dentro do esperado, mas os melhores feedbacks são quando conseguimos direcionar as atividades e a carreira da pessoa. E quando vemos a pessoa crescendo, vemos que esse feedback construtivo era a melhor forma pra isso.

Here are a few ways to encourage feedback from the team: 1. Establish a safe and open environment for feedback. 2. Emphasize the importance of feedback for team growth. 3. Frame retrospectives as opportunities for improvement, not blame. 4. Use anonymous feedback tools to encourage honest input. 5. Actively listen and acknowledge team members' contributions. 6. Follow up on feedback with actionable steps. 7. Recognize and celebrate team members' feedback. 8. Rotate facilitation roles for diverse perspectives.

To ensure your team feels valued in Agile retrospectives: Facilitate Equal Participation: Use structured activities like round-robin to give everyone a chance to speak. Create a Safe Environment: Emphasize that all feedback is welcome and will be considered. Act on Feedback: Show that their input leads to real changes by implementing suggestions and following up.

I think regulating the retrospective in an anonymous manner would help get more feedbacks without hesitation. Also to include a section to add if they have any action item for the same. Grouping of similar problem items has to be done in an effective manner and voting of the groups to be done by the members to prioritise the them. Collectively going through the items in priority order as a group and coming up with action items which could be recorded in tools like jira that could ensure the items does not go unnoticed

Motivation grows with progress. When you see your efforts paying off, it pushes you to keep going. People working every day know the reality best. So, if a point is highly voted on in a retrospective, the team should decide and act on it right then. When this happens a few times, the team will see that they have the power to improve the process and will feel more valued.

The team feels undervalued when they don't see solutions coming out of the charts, graphs and discussions. A retrospective has to be targeted towards identifying problems, in a way that they do not associate with individuals. Every identified problem should have some suggested solutions or identified actionables to find solutions and improvements. I try to start the retrospective sessions with positives and what we were able to achieve. Give enough time for gathering inputs from team members. At times data and charts need understanding from all stakeholders specially the engineering team.

This is one of the most important points and missed by lot of people. People do conduct retrospectives, listen the to team and most of them note down the points/actions. But what is next? Are you talking action to address those points? Do you make sure that same points should not be repeated? Before next retro make sure the actions are taken and before starting next sprint retro, discuss the last retro actions and show to team that, their points are considered, addressed so they feel confident, valued that , their voice is being listened.

As a senior leader, I have always encouraged my teams to invite me to every Agile ceremony / meeting, except for retro. There are two reasons for this. One is that it makes sure people can feel safe and express themselves freely with their teams. The other is because I have always leaned into the idea that you cannot get actionable outcomes from your team without starting from a place of trust. This very deliberate action puts the power for action into their hands. If they need to bring anything to their leaders, it gives them a unified voice to do so. This also, of course, means that senior leaders are responsible to take action, show genuine concern, and do what they can to serve and empower and support their team.

Focusing on continuous improvement is imperative as for better outcomes its essential to implement right strategies which can help maximise the output

It's more about improving the overall approach of team meetings - be it planning, retro or any other meeting. Taking the feedback and then planning the improvement actions can help improve the overall delivery model. Such small improvement actions can help refine the process and help deliver more refined deliveries.

Se você quer ver melhoria contínua na sua equipe, comece por você, melhore suas reuniões, seu planejamento, retrospectivas e principalmente as maneiras de dar feedback e na receptividade dos feedbacks que fazem a você.

Agile is a team effort, and valuing the team means showing empathy in giving and receiving feedback. With empathy comes respect. When each team member feels respected and free to voice their opinions and concerns, they will feel heard. Each person is different, but together they drive change. To keep the team united, it’s crucial that everyone feels respected and knows their opinions matter.

Sometimes the perfect execution of a piece of work will go unrecognised outside of, or even within a team - It’s worth understanding and accepting this. Encouraging simple celebrations on an ongoing basis within a team is useful. This doesn’t mean having some ceremony every day but (where appropriate) acknowledging within the team the myriad of small things that occur enroute to the objective, being honest in a constructive way about small things (that if left unattended become more detrimental), and (as simple as it sounds) saying please, thank you, good job, sorry etc., etc. A team that realistically values itself should not be daunted by a retrospective.

1. Together, empathy and respect enhance collaboration. Team members who feel valued are more willing to collaborate and support one another, leading to a more cohesive and productive team. 2. Valued team members are more engaged and committed to their work. They take greater ownership of their tasks and are more likely to go above and beyond to achieve team goals. 3. A culture of empathy and respect contributes to a positive and supportive work environment. This not only improves job satisfaction but also reduces turnover and attracts top talent. 4. Ultimately, when team members feel valued through empathy and respect, their performance improves. They are more creative, productive, and motivated to contribute to the team’s success

To ensure your team's voice is heard and respected in agile retrospectives, add a pinch of humor and a dollop of empathy. Start by putting on your best "I'm-listening" face and actually listen without jumping in like an over-caffeinated squirrel. Use empathy maps to get inside their heads (not literally, of course) and recognize their hard work with genuine praise—throw in a few high-fives or virtual fist bumps. Rotate the role of the meeting facilitator so everyone gets their moment in the spotlight. Make it clear that no idea is too crazy and that everyone's thoughts are as precious as the last cookie in the jar.